Leadership and Leadership and CommunicationCommunication

Chapter 1Chapter 1

““A platoon leader doesn’t get his A platoon leader doesn’t get his platoon to go by getting up and platoon to go by getting up and shouting and saying “I am smarter. I shouting and saying “I am smarter. I am bigger. I am stronger. I am the am bigger. I am stronger. I am the leader.” He gets men to go along leader.” He gets men to go along with him because they want to do it with him because they want to do it for him and they believe in him. for him and they believe in him. Dwight D. EisenhowerDwight D. Eisenhower

Leadership: At the Core of Leadership: At the Core of Human ExperienceHuman Experience

All around usAll around us Integral part of lifeIntegral part of life Does leadership have an impact on Does leadership have an impact on

organizations? organizations?

""Quantas Problem Solving"Quantas Problem Solving"After every flight, Qantas' pilots fill out a form, After every flight, Qantas' pilots fill out a form,

called a "gripe sheet" which tells mechanics called a "gripe sheet" which tells mechanics about problems with the aircraft. The about problems with the aircraft. The mechanics correct the problems, document mechanics correct the problems, document their repairs on the form, & then pilots their repairs on the form, & then pilots review the gripe sheets before the next review the gripe sheets before the next flight. Never let it be said that ground crews flight. Never let it be said that ground crews lack a sense of humor. Here are some actual lack a sense of humor. Here are some actual maintenance complaints submitted by maintenance complaints submitted by Qantas' pilots & the solutions recorded by Qantas' pilots & the solutions recorded by maintenance engineers. maintenance engineers.

(P= The problem logged by the pilot.) (S= The (P= The problem logged by the pilot.) (S= The solution and action taken by mechanics.)solution and action taken by mechanics.)

P: Left inside main tire almost needs replacement.P: Left inside main tire almost needs replacement. S: Almost replaced left inside main tire.S: Almost replaced left inside main tire.

P: Test flight OK, except autoland very rough.P: Test flight OK, except autoland very rough. S: Autoland not installed on this aircraft.S: Autoland not installed on this aircraft.

P: Something loose in cockpit.P: Something loose in cockpit. S: Something tightened in cockpit.S: Something tightened in cockpit.

P: Dead bugs on windshield.P: Dead bugs on windshield. S: Live bugs on backorder.S: Live bugs on backorder.

P: Autopilot in altitudehold mode produces a 200 feet per minute P: Autopilot in altitudehold mode produces a 200 feet per minute descent.descent.

S: Cannot reproduce problem on ground.S: Cannot reproduce problem on ground.

P: Evidence of leak on right main landing gear.P: Evidence of leak on right main landing gear. S: Evidence removed.S: Evidence removed.

P: DME volume unbelievably loud.P: DME volume unbelievably loud. S: DME volume set to more believable level.S: DME volume set to more believable level.

P: Friction locks cause throttle levers to stick.P: Friction locks cause throttle levers to stick. S: That's what they're for.S: That's what they're for.

P: IFF inoperative.P: IFF inoperative. S: IFF always inoperative in OFF mode.S: IFF always inoperative in OFF mode.

P: Suspected crack in windshield.P: Suspected crack in windshield. S: Suspect you're right.S: Suspect you're right.

P: Number 3 engine missing.P: Number 3 engine missing. S: Engine found on right wing after brief search.S: Engine found on right wing after brief search.

P: Aircraft handles funny.P: Aircraft handles funny. S: Aircraft warned to straighten up, fly right, & be serious.S: Aircraft warned to straighten up, fly right, & be serious.

P: Target radar hums.P: Target radar hums. S: Reprogrammed target radar with lyrics.S: Reprogrammed target radar with lyrics.

P: Noise coming from under instrument panel. Sounds like a P: Noise coming from under instrument panel. Sounds like a midget pounding on something with a hammer.midget pounding on something with a hammer.

S: Took hammer away from midget.S: Took hammer away from midget.

Dean Barnlund’s Five Principles Dean Barnlund’s Five Principles of Human Communications of Human Communications

Is not a thing, it is a processIs not a thing, it is a process Is not linear, it is circularIs not linear, it is circular Is complexIs complex Is irreversibleIs irreversible Involves the whole personalityInvolves the whole personality

Factors Impacting Factors Impacting Understanding of MessageUnderstanding of Message

Cultural diversityCultural diversity Status differences (power)Status differences (power) GenderGender Previous experiencesPrevious experiences Level of interestLevel of interest Speaking or writing abilitiesSpeaking or writing abilities

Models of CommunicationModels of Communication

Action Model: Sender to ReceiverAction Model: Sender to Receiver Interaction Model: Receiver gives Interaction Model: Receiver gives

feedback to Senderfeedback to Sender Transactional Model: Both Sender Transactional Model: Both Sender

and Receiver are in simultaneous and Receiver are in simultaneous communication communication

Common Themes to Common Themes to Leadership DefinitionsLeadership Definitions

Exercise of influenceExercise of influence Group ContextGroup Context CollaborationCollaboration

Themes to Leadership Themes to Leadership DefinitionsDefinitions

Exercise of influenceExercise of influence Hersey-any attempt to influence the Hersey-any attempt to influence the

behavior of another groupbehavior of another group Bass-an effort to influence others is Bass-an effort to influence others is

attempted leadership. Successful attempted leadership. Successful leadership occurs when there is actual leadership occurs when there is actual change.change.

Alvesson-culture-influencing activity Alvesson-culture-influencing activity

Group ContextGroup Context The behavior of an individual when The behavior of an individual when

he/she is involved in directing group he/she is involved in directing group activitiesactivities

The process (act) of influencing the The process (act) of influencing the activities of an organized group toward activities of an organized group toward goal setting an goal achievementgoal setting an goal achievement

Themes to Leadership Themes to Leadership DefinitionsDefinitions

Themes to Leadership Themes to Leadership DefinitionsDefinitions

CollaborationCollaboration Rost-Leadership is an influence Rost-Leadership is an influence

relationship among leaders and their relationship among leaders and their collaborators who intend changes that collaborators who intend changes that reflect their mutual purposesreflect their mutual purposes

Hackman and Johnson-Leadership is Hackman and Johnson-Leadership is human (symbolic) communication, human (symbolic) communication, which modifies attitudes and behaviors which modifies attitudes and behaviors of others in order to meet shared group of others in order to meet shared group goals and needsgoals and needs

Leaders vs. ManagerLeaders vs. Manager

InnovatorsInnovators ChangeChange Focus-ultimate Focus-ultimate

direction of groupdirection of group EffectivenessEffectiveness InspiringInspiring

StabilityStability Problem solversProblem solvers Focus-Maintaining Focus-Maintaining

status quostatus quo EfficiencyEfficiency MotivatingMotivating

The Leader/Follower The Leader/Follower RelationshipRelationship

We learn when we are in a follower We learn when we are in a follower position position

Can be both a leader and a followerCan be both a leader and a follower Give credit to followersGive credit to followers Listen to followersListen to followers Is this an obsolete word?Is this an obsolete word?

Willingness to CommunicateWillingness to Communicate High WTCs are viewed as more credible High WTCs are viewed as more credible

and attractiveand attractive People who speak frequently in small People who speak frequently in small

groups are more likely to hold leadership groups are more likely to hold leadership positionspositions

Talkative people are more likely to be Talkative people are more likely to be hired and promotedhired and promoted

High WTCs are rated as more socially and High WTCs are rated as more socially and sexually attractive by other members of sexually attractive by other members of the opposite sexthe opposite sex

High WTCs are more open to change and High WTCs are more open to change and enjoy tasks that require thoughtenjoy tasks that require thought

Functional Communication Functional Communication SkillsSkills

According to Frank Dance and Carl Larson: According to Frank Dance and Carl Larson:

Symbolic communication links humans to other Symbolic communication links humans to other humans and to the physical environmenthumans and to the physical environment

Symbol usage develops higher mental Symbol usage develops higher mental processesprocesses

Human communication allows for the regulation Human communication allows for the regulation of our own behavior as well as the behavior of of our own behavior as well as the behavior of othersothers

Necessary to Influence Necessary to Influence OthersOthers

Build and use power bases effectivelyBuild and use power bases effectively Empower followersEmpower followers Develop perceptions of credibilityDevelop perceptions of credibility Make effective use of verbal and nonverbal Make effective use of verbal and nonverbal

cuescues Resist inappropriate or unethical influenceResist inappropriate or unethical influence Communicate positive expectations for Communicate positive expectations for

others.others. Foster creativity and manage changeFoster creativity and manage change

Necessary to Influence Necessary to Influence OthersOthers

Gain complianceGain compliance Develop argumentative competenceDevelop argumentative competence Negotiate productive solutionsNegotiate productive solutions Adapt to cultural differencesAdapt to cultural differences Shape public opinionShape public opinion Organize and deliver effective Organize and deliver effective

presentationspresentations Engage in self-leadershipEngage in self-leadership Challenge and correct faulty personal Challenge and correct faulty personal

assumptionsassumptions

Psychologist Daniel Psychologist Daniel GolemanGoleman

Emotional IntelligenceEmotional Intelligence ““the ability to recognize, control, and the ability to recognize, control, and

express emotions.”express emotions.”

ResonanceResonance ““creating a positive emotional climate to creating a positive emotional climate to

bring out the best in leaders and bring out the best in leaders and followers.”followers.”

Combining Emotions and Combining Emotions and CognitionCognition

Perception, appraisal, and expression Perception, appraisal, and expression of emotionof emotion

Attending to the emotion of othersAttending to the emotion of others Emotional facilitation of thinkingEmotional facilitation of thinking Understanding and analyzing Understanding and analyzing

emotional information and employing emotional information and employing emotional knowledgeemotional knowledge

Regulation of emotionRegulation of emotion

Impression ManagementImpression Management

First DateFirst Date Interview ProcessInterview Process HoneymoonHoneymoon PrototypesPrototypes

Shaping ImpressionsShaping Impressions

Establish friendly relations with Establish friendly relations with followers earlyfollowers early

What prototypes does the group What prototypes does the group have of the leaderhave of the leader

Increase power by knowledgeIncrease power by knowledge Ensure you are viewed as Ensure you are viewed as

contributing to the group’s successcontributing to the group’s success